Prologue: Are you Cued Into Cultural Intelligence
II: Why We Need Cultural Intelligence
Monthly Archives: November 2010
To Make Your Supply Chain More Socially Responsible, Find the Value
An article late last year in the McKinsey Quarterly on “making the most of corporate social responsibility” — a topic that is at the forefront of everyone’s minds given the recent headlines about the rash of Foxconn suicides — made a great point: if you want CSR (Corporate Social Responsibility) initiatives to take off, find the value. Without it, you’ll be limited to pet projects, propaganda, and philanthropy — and while the latter can be good if you donate to the right organization, you’re not really doing anything as an organization if you’re just passing the buck.
The article suggested that the way to develop an approach that can truly deliver on lofty ambitions and achieve real success for the business and for society is through smart partnering which focuses on key areas of impact between business and society and develops creative solutions that draw on the complementary capabilities of both to address major challenges that affect each partner, and it made some good points. By combining strengths to overcome each partner’s weaknesses, two organizations can often make more of an impact than one.
But if you read closely, and think about the examples the article presents, the real key to success is finding a solution that brings short and long term value to society and to the business. If it only brings value to society, as soon as times get tough, funding for the initiative will be the first item cut from the budget. If the only real value is to the business, the recipients of the initiative won’t be that interested in participating and the company risks being, correctly, accused of propaganda and / or greenwashing. But if the initiative helps society and the business in the short term and contributes lasting value to society and the business in the long term, then the initiative will be a success (and the company will look like a hero in the eyes of the media, which will generate even more success for the company as it will increase its brand value).
The Unilever examples provided in the article are prime examples of how value insures success. In the Kericho example (in southwestern Kenya), where Unilever applied sustainability principles to the production of tea and focussed on productivity, sustainability, and environmental management, even though Unilever had to invest more money up front, Unilever won in the long run as they gained greater control over a critical supply of raw material while improving productivity. And the initiative was a success for society as the farmers made more revenue and increased their skills and living standards. Both parties win from the initiative, so both will continue to support it through the long term.
Printer Problems? Maybe You Need a Cat!
This Is Why You Should Go Paperless
‘Nuff said.
Where Are The Intelligent Networks?
In a recent piece from ChainLink Research on “Remapping the Supply Chain Universe”, the author suggests that there are intelligent networks [that] are truly unique, yet little understood. What I’d like to know is, where are these intelligent networks. As far as I’m concerned, an intelligent network is as real as a griffin or a chimera.
The author suggests that they are a trusted source to synchronize the mutual data and processes between trading partners using a shared model based on agreement in policy, process, [and] security. Supposedly they separate the physical supply from the logical supply chain to enable mobility by providing peer-to-peer access and a single version of the truth.
Working backwards, the only system I’ve ever seen give a truly single version of the truth is a spend analysis system after an expert has merged all of the disparate data sources using hand-mapped rules. (Now, there are half-a-dozen companies running single instance Oracle systems that also provide a single version of the truth, but since these white unicorns are rarer than black swans, we might as well pretend they don’t exist.)
Peer-to-peer access has been around for decades, and hit the mass market on the web back in 1999 with Napster. Don’t tell me that was intelligent.
Every system separates the physical supply chain from the logical one. After all, software is an abstraction. And it’s not intelligent. It’s just code.
Marketplaces have been providing a shared model based on agreement in policy, process, and security for over a decade as well. It’s framework, not intelligence.
Finally, there’s no connection, or even correlation, between a “trusted source” and intelligence.
Plus, if you look at today’s “social networks”, there’s a good chance that you’ll wonder if there’s even any intelligence in the user base!
The reality is that “intelligent” networks don’t exist because “intelligent” systems don’t exist because there’s no such thing as “artificial intelligence”. Take it from a CS PhD who knows. If someone is trying to sell you an “intelligent network”, they are bs-ing you. Don’t fall for it.